The document discusses how lean principles can be applied to leadership. It outlines that over 30 years, lean has evolved from a focus on tools and knowledge in 1980-1990, to experience in 2000, to culture and developing others in 2010-2015. Applying lean at all levels through shared values, problem-solving tools, and self-development can help develop operational leadership. Coaching techniques like modeling improvement processes and the Toyota Production System can increase coaching and leadership skills. Combining lean tools, coaching, and embedding continuous improvement culture can leverage lean as a way to strengthen leadership.

1. WHAT IF LEAN WAS YOUR
WAY TO LEADERSHIP ?
Essence-Leadership, François Durnez, Sept 15

2. 1980-1990
KNOW
Tools
2000
KNOW HOW
Experience
2010
BE THYSELF
Culture
2015
RAISE LEADER
Uniqueness
FROM
PERFORMING
TO
LEADERSHIP
About
30
years
to
converge
on
Leadership
2
And many other complementary references…:
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3. INSPIRE
CONTINUOUS
IMPROVEMENT
LEADERSHIP
Examples
from
J.
Liker,
M.
Rother
&
E.
Deming
3
J. Liker
2014
M. Rother
2009
E. Deming
1986 & 1993
The Toyota
Leader
The Toyota
Coach
The Continuous
Improvement Leader
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4. LEAN
LEADERSHIP
AT
ALL
LEVELS
Develop
pragmatically
an
operational
leadership
4
First step: True North Values = Toyota Continuous Improvement shared values
Second step: Apply Lean tools -A3 problem solving, Standard & visual mgt learning
Third step: Apply the 4 axis model starting with Self development commitment
All organization involvement:
All level consistent alignement:
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5. LEAN
OPERATIONAL
COACHING
/
KATA
A
clear
guidance
learning
processes
on
shopfloor
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6. CONTINUOUS
IMPROVEMENT
TRUE
LEADERSHIP
Edward
Deming
defined
all
required
elements
6
2-­‐
The
14
management
principle
for
growth
(in
crisis
period)PLAN
DO
CHECK
ACT
1-­‐
Switch
to
PDCA
loop
3-­‐
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7. LEADERSHIP
TARGETS
HIGHER
RESULTS
Example
of
Leadership
authors
leading
performance
7
G. McKeown
2014
Less but
better
D. Allen
2002
S. Covey
1992
Stress free
productivity
Principles drive
Performance
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8. INCREASE
COACHING
&
LEADERSHIP
SKILLS
Find
the
identity
and
skills
related
to
your
needs
8
Sport Coach
Manager
Professional
Coach
Mentor
Lean
Leader
Build a team
Give direction
Reveal talents
Provide council
and expertise
Focus on
continuous
improvement
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9. THE
WAY
LEAN
CONTRIBUTES
TO
LEADERSHIP
Find
the
identity
and
skills
related
to
your
needs
9
Manager Lean LeaderProfessional Coach
Non Toyota Lean Leader / or
Lean Manager
Conventional Professional
coach
Toyota TPS Lean Leader /
‘coach’
Mentoring
(Do & Know how)
Council attitude
(give directions)
Coaching attitude
(questions, relation)
Continuous
Improvement Processes
Coaching
Be thyself)
Generally no skills in
coaching
Professional coaching
approach (psychology)
Based on Toyota Shared
Values
Culture
(Deals with Community)
Generally not aware of
culture
Emotions, Values,
Beliefs, Behaviors
Based on Toyota Shared
Values
Performance
(Operational)
Experience of Lean Tools
& Organization
Generally no
experience / knowledge
Lean Tools in a complete
TPS System
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10. LEAN
LEADERSHIP
INSIGHTS
Use
Lean
as
a
Leverage
to
your
Leadership
10
The 3 Steps Lean Leadership full benefits:
Define & share
Continous
Improvement
Shared
Values
Step 1
Build Operational
Leadership
Development program
embedded on current
daily activities
Step 2
Develop your
unique cultural
Coaching
operational
structure
Step 3
By successfully combining Lean Tools, Professional coaching
approach linked to your company culture and leadership style
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11. Inspire your life Impact beyond your organisationINSPIRE YOUR LIFE IMPACT BEYOND YOUR ORGANISATION
11
LET’S
KEEP
IN
TOUCH
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